Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000010197415 | HF5549.17 O934 2007 | Open Access Book | Book | Searching... |
Searching... | 30000003505074 | HF5549.17 O934 2007 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in Personnel Management, Industrial Relations, and Industrial Psychology. People Management and High Performance teams have become key functions and goals for manager at all levels in organizations.The Oxford Handbook brings together leading scholars from around the world - and from a range of disciplines - to provide an authoritative account of current trends and developments. The Handbook is divided into four parts:* Foundations and Frameworks,* Core Processes and Functions,* Patterns and Dynamics,* Measurement and Outcomes.Overall it will provide an essential resource for anybody who wants to get to grips with current thinking, research, and development on HRM.
Author Notes
Peter Boxall is a Professor of Human Resource Management at the University of Auckland. John Purcell is a Research Professor in the Industrial Relations Research Unit at Warwick Business School. Patrick Wright is a Professor of Strategic Human Resource Management at Cornell University.
Table of Contents
| 1 Human Resource Management: Scope, Analysis, and SignificancePeter Boxall and John Purcell and Pat Wright |
| Part 1 Foundations and Frameworks |
| 2 The Development of Human Resource Management in Historical and International PerspectiveBruce Kaufman |
| 3 The Goals of HRMPeter Boxall |
| 4 Economics and Human Resource ManagementDamian Grimshaw and Jill Rubery |
| 5 Strategic Management and HRMMatthew Allen and Pat Wright |
| 6 Organizational Theory and HRMTony Watson |
| 7 Human resource management and the worker: towards a new psychological contract?David Guest |
| 8 HRM and the Worker: Labour Process PerspectivesPaul Thompson and Bill Harley |
| 9 HRM and Societal EmbeddednessJaap Paauwe and Paul Boselie |
| Part 2 Core Processes and Functions |
| 10 Work OrganizationSharon Parker and John Cordery |
| 11 Employment sub-systems and the 'HR architecture'David Lepak and Scott Snell |
| 12 Employee Voice SystemsMick Marchington |
| 13 EEO and the Management of DiversityEllen Kossek and Shaun Pichler |
| 14 Recruitment StrategyMarc Orlitzky |
| 15 Selection Decision-MakingNeal Schmitt and Brian Kim |
| 16 Training, Development and CompetencyJonathan Winterton |
| 17 Renumeration: Pay Effects at WorkJames Guthrie |
| 18 Performance ManagementGary Latham and Lorne Sulsky and Heather MacDonald |
| Part 3 Patterns and Dynamics |
| 19 HRM Systems and the Problem of Internal FitSven Kepes and John Delery |
| 20 HRM and Contemporary ManufacturingRick Delbridge |
| 21 Service Strategies: Marketing, Operations, and Human Resource PracticesRosemary Batt |
| 22 HRM and Knowledge WorkersJuani Swart |
| 23 HRM and the New Public ManagementStephen Bach and Ian Kessler |
| 24 Multinational Companies and Global HR StrategyBill Cooke |
| 25 Transnational Firms and Cultural DiversityHelen De Cieri |
| Part 4 Measurement and Outcomes |
| 26 HRM and Business PerformanceJohn Purcell and Nick Kinnie |
| 27 Modeling Human Resource Management and Performance LinkagesBarry Gerhart |
| 28 Family-friendly, Equal Opportunity and High-involvement Management in BritainStephen Wood and Lilian de Menezes |
| 29 Social Legitimacy of the Human Resource Management Profession: A U.S. PerspectiveTom Kochan |
